{"id":512138,"date":"2019-04-16T15:00:17","date_gmt":"2019-04-16T13:00:17","guid":{"rendered":"https:\/\/www.devoteam.com\/expert-view\/5-epic-fails-youll-want-to-avoid-in-g-suite-deployments\/"},"modified":"2019-04-16T15:00:17","modified_gmt":"2019-04-16T13:00:17","slug":"5-epic-fails-youll-want-to-avoid-in-g-suite-deployments","status":"publish","type":"expert-view","link":"https:\/\/devoteam.info\/me\/expert-view\/5-epic-fails-youll-want-to-avoid-in-g-suite-deployments\/","title":{"rendered":"5 Epic fails you’ll want to avoid in G Suite deployments"},"content":{"rendered":"

\"failing<\/strong><\/span><\/p>\n

<\/p>\n

We all strive to succeed. We fill our brains with books and knowledge, we listen to podcasts of inspiring success stories, but sometimes the best way to learn is to try and fail. At Google Cloud Next ’19 in San Francisco this year, I attended a fail conference where Google\u2019s EMEA and AMERICAS Change Management Team shared the most frequent and common mistakes reported by their teams and partners.\u00a0<\/strong><\/span><\/p>\n

I thought I’d share with you some of my notes and insights into 5 common change management mistakes made during a G Suite <\/a>Deployment.<\/span><\/strong><\/p>\n

Fail 1: \u201cG Suite is a tech-y project\u201d<\/h3>\n

When you first introduce your project to your customer, they very often first perceive it as a replacement of a technology and not of a way of rethinking and reimagining the way they work.<\/p>\n

Why could that lead to failure? <\/strong><\/span>The scale of the impact of G Suite deployments\u00a0is very high. If the project is seen as an IT project only, other leaders throughout the organisation won’t feel engaged in the project. As a consequence they will provide limited resources to work and support the adoption. If we focus purely on technology, then we fail to acknowledge the resistance in behaviour change.<\/p>\n

What to do in that case?<\/strong><\/span> If the\u00a0customer remains focused on the technical aspect of the project, change the narrative. Ask why the company decided to go G Suite? Was it for its agility, innovation, culture? These questions will help in refining vision.<\/p>\n

\"G\u00a0<\/p>\n

Fail 2: \u201cLeave executives alone!\u201d<\/h3>\n

You\u2019ll probably hear this very often: \u201cWe can’t bother execs for an IT project.\u201d That’s why the first failure we just talked about is very common.<\/p>\n

Why could that lead to failure?<\/strong><\/span> If the project is seen as a technology improvement, executives won’t be interested in taking part in it. This will lead to major downsides such as lack of support, budget and resources. Leadership also enables you to create alignment in projects and can be the face of the change.<\/p>\n

What to do in that case?<\/strong><\/span> We would recommend making a stakeholder analysis: a list of all the key people for the project and analysis on how they are involved.<\/p>\n

Fail 3: \u00a0\u201cI use Gmail at home, I don’t need training\u201d<\/h3>\n

Providing training on G Suite tools is expensive, but the price you’ll pay for not doing it throughout your organisation will be even higher\u00a0as users will lose time trying to find their own way through the tools. Users will also spend more time being frustrated and angry at the tools and lack of change management.<\/p>\n

Why could that lead to failure?<\/strong><\/span> If you’re expecting your people to change their behaviour without providing the structure needed then you’re setting them up for frustration and failure.<\/p>\n

What to do in that case?<\/strong> <\/span>Plan the training well ahead. In planning the training you also need to be granular and specific:<\/p>\n